Journey Map Example Stage Target Behaviors Activities Awareness

Journey Map Example Stage Target Behaviors Activities Awareness Able to articulate that something is changing Build awareness of the change Identify and engage stakeholders early • Realizing that there is change Understanding • Comprehending the need for change Acceptance • Embracing the need for change • Necessary skills and capabilities are developed to perform new business processes and use new tools Adoption • Executing new business processes as designed Able to articulate the need for change; how it will impact them and the risks of not changing Conversations become more solution focused vs. problem focused. Instead of “Why do I need training? ” questions are “What type of training will I receive and when? ” Capability is being built in order to execute new processes Communicate the benefits of/need for change Provide information to help stakeholders manage implications of change to their daily activities Provide opportunities for stakeholders to gain personal experience with new ways of working Commitment technology as the norm • The change is perceived as status quo The change is perceived as the new normal and stakeholders are sharing ways to make it even better • Why is this happening? • Where can I get more info? • What happens if I don’t change? • Where will the changes take us? • What’s my role going to be? • How will I be supported with new expectations? Provide training to develop new capabilities • How can I help? • What do you need me to do differently? Support users in identifying and pursuing continuous improvement opportunities • Can I make the solution even better? • Do you want to hear my ideas for improvement? • Performance targets are being met • Adoption of new behaviors & What will you hear at this stage?

Journey Map – Director, XXXXXX Stage of Change Awareness • Realizing that there is change Understanding • Comprehending the need for change Acceptance • Embracing the need for change • Necessary skills and capabilities are developed to perform new business processes and use new tools Adoption • Executing new business processes as designed • Performance targets are being met Commitment • Adoption of new behaviors & technology as the norm • The change is perceived as status quo Target Behaviors Leader-led Activities How will I know if they have reached that stage? • Begins asking questions to the supervisor about what’s changing and why • XXX is available to answer questions about the DPR’s new role • “Why is XXXX taking place? ” • Able to articulate the case for change, what the future state looks like, and what the impacts are to their own role and XXXXXx • XXX engages XXX in 1: 1 conversations to help translate what the regional strategy means for his/her XXX, align on role expectations, and address concerns • “I understand why the new structure is designed this way” • “What is expected of me in my role to drive xxxx accountability? ” • Cascades key messages for XXXXX to XX and XXX • Begins focusing on own personal development, based on expectations for the XXXX role • Asks questions and seeks out resources that will help to address identified skill gaps • Begins to identify local Area nuances and talent needs • XXX coaches XXX on ways to engage direct reports • XXXX reviews the XXXx self assessment and helps to identify ways to address gaps • XXX facilitates team forming activities with Xx. X and XXXx • “I came from the xx role. What resources are available to help me obtain the knowledge and skills I need to be a successful xxxx? ” • “I understand the local nuances of my xxxx” • Reinforces key messages for Project XXX with XXX and XXX • Helps XXX and XXX identify personal development opportunities • Identifies target recruiting schools based on xxx talent needs and begins building relationships • XXX coaches the XXX on XXXX responsibilities being transitioned from the XXX • XXX tailors coaching techniques based on which role the xxxx came from xxx • “I can help explain what is changing with XXXXX Transformation, and why” • “I feel comfortable driving XXXXX within my XXXXX • Manages performance development with XXXX • Promotes accountability with XXX for full xxxx ownership • Shares best practices with peers • XXX helps build the xxx capability by giving “stretch” assignments • xxx promotes recognition • “I am seeing consistency in how my XXXX are operating”